2. } Introduction and Baselining
} Agile and the PMO
} Five Measures for PMO
} Agile and the Project Manager
} The PMO Agility Canvas
} Defining Your Agile PMO Action Plan
AGENDA
3. 1.1
} Agile Consultant / Trainer
} PMP | CSM | CSPO | CSP | CST | PMI-ACP | MBA
• 20 years leading IT Projects
• Former Chair PMI IT&T SIG
• Reluctant Agilist
} Contact Info:
} Email: dave.prior@leadingagile.com
} Twitter: https://twitter.com/mrsungo
} Web: http://www.leadingagile.com/blog/
} Blog http://drunkenpm.blogspot.com
4. (where we figure out how to talk about what we are
going to talk about)
INTRODUCTION / BASELINING
5. BEFORE WE GO RE-DEFINING STUFF…
PROJECT MANAGER
PROJECT MANAGEMENT OFFICE
AGILE
11. We follow these principles:
12 PRINCIPLES OF AGILE SOFTWARE
1. Our highest priority is to satisfy the customer through early
and continuous delivery of valuable software.
2. Welcome changing requirements, even late in
development. Agile processes harness change for the
customer's competitive advantage.
3. Deliver working software frequently, from a couple of weeks
to a couple of months, with a preference to the shorter
timescale.
4. Business people and developers must work together
daily throughout the project.
12. 5. Build projects around motivated individuals. Give
them the environment and support they need, and trust
them to get the job done.
6. The most efficient and effective method of conveying
information to and within a development team is face-
to-face conversation.
7. Working software is the primary measure of
progress.
8. Agile processes promote sustainable development.
The sponsors, developers, and users should be able to
maintain a constant pace indefinitely.
13. 9. Continuous attention to technical excellence and
good design enhances agility.
10. Simplicity--the art of maximizing the amount of work
not done--is essential.
11. The best architectures, requirements, and designs
emerge from self-organizing teams.
12. At regular intervals, the team reflects on how to
become more effective, then tunes and adjusts its
behavior accordingly.
14. HERE’S THE RUB…
} Agile is a response antidote to traditional Project
Management
} If your PM practice and PMO have evolved from traditional
way of working, you are (by definition) at odds with Agile
} In order to get in sync with an Agile way of working,
adjustments are needed
18. WHY DOES YOUR PMO EXIST?
} What is the mission of your PMO?
} Who does it really serve?
} What value does it provide?
} How does it provide that value?
19. THE REAL QUESTION TO ASK…
} Who does your PMO really help? How?
} What are some descriptive terms that explain the
value system of the PMO?
} How do these compare to the values we listed for
Agile?
20. THE AGILE PMO
Consider your organization for a
moment
Is your organization’s value system
and culture more closely aligned
with Agile OR with a traditional
approach to managing work?
If they are not in sync, how has this
impacted your PMO?
22. The Art of War is the oldest military treatise
in the world.
It was put together by Sun Tzu*
It is over 2,000 years old.
There are thousands of translations.
It is the greatest book ever written about
project management.
It’s lessons can be applied everywhere.
THE FIVE MEASURES
23. “This is war.
It is the most important skill in the nation.
It is the basis of creation and destruction.
It is the philosophy of survival or extinction.
Everyone must investigate competition”
The Amazing Secrets of Sun Tzu’s The Art of War by Gary Gagliardi
THE FIVE MEASURES
26. Tao
The culture and value system
Climate
Political Landscape
Ground
Reporting Structure
Leadership
Leadership Style(s)
Discipline
Ability to Do What We Say
CompanyAgility
27. If you know the opponent and know yourself,
you need not fear the result of a hundred
battles. If you know yourself but not the
opponent, for every victory gained you will
also suffer a defeat. If you know neither the
opponent nor yourself, you will succumb in
every battle
Sun Tzu
32. CHANGING FAITHS
} You work in a PMO, you need to prepare to help your PMs
with the change.
} You’ll probably be inclined to leverage what you know about
how change works:
33. (Based solely on the speaker’s personal experiences, mileage may vary)
6 STAGES OF PM TRANSITION
1. Confusion and Fear
2. Anger and Frustration
3. Feigned Acceptance (many stop here)
4. Adoption and Acceptance of Child Mind
5. Abandonment and Internalization
6. Daywalker
(few get here, those that do loop between 4 and 5)
34. KNOWING IS ONLY HALF THE BATTLE
} Just because someone is able and willing to agree that
waterfall doesn’t work does not mean they are actually
going to be able and willing to let go
} ESPECIALLY if they report up to a group in the
organization that exists to make sure they are “doing
things right”
36. } The PMO is a service organization. It exists to help the
organization do work better
} If your organization is transitioning to Agile, they need
you more than ever… they just don’t need you to do the
same things in the same way as before
} The role your PMO plays in transition can be far
more valuable than the one you played under the
waterfall
37. What are the top 3 challenges you have seen for PMs
transitioning to Agile?
What are the top 3 challenges you have seen for leadership
transitioning to Agile?
What are the top 3 challenges you have experienced as a
PMO transitioning to Agile?
40. Outcomes Actions Needed
Key Partners
Key Resources
Key Activities Interactions with
Customers
Customer
Segments
Channels
Value Proposition
Who does your Agile PMO
partner with to deliver your
Value Proposition?
What partnerships will you
need to leverage to help your
organizations transition to
Agile?
How will your Agile PMO
interact with Management?
How will your Agile PMO
interact with the PMs?
How will your Agile PMO
interact with other parts of
the organization?
(Don’t forget to note the
reporting structure)
How will your newly formed
Agile PMO provide value in
your organization?
What will your PMO do in
order to provide value and
support your Agile
organization?
What key Resources does
your Agile PMO require to
deliver on yourValue
Proposition?
Types of Resources:
• Physical
• Intellectual (brand, patents,
copyrights, data)
• Human
• Financial
What are the very next steps
that need to be taken to build
momentum in your transition
to Agile?
What are the goals or desired outcomes for your PMO’s
transition to Agile?
How will you know when they have been achieved?
Who are the different
customers of your Agile PMO?
Business Model Canvas modified for use with Agile PMO’s by Dave Prior
What is your
PMO’s business
reason for
adopting Agile?
Who is your PMO
trying to help by
adopting Agile?
How you
reach them?
Interaction
methods
What do you want to see happen?
How will you know when it’s solved?
What your PMO
will do and how
What do you
need?
Who can help
you?
What is your plan of attack?
How is your Agile PMO going
to reach your various
Customer Segments?
(Think about how you will
communicate with your
segments, with what frequency
and how this will impact your
ability to deliver your value
proposition)
PMOAgilityCanvas
41. PMOAgilityCanvas
Outcomes Actions Needed
Key Partners
Key Resources
Key Activities Interactions with
Customers
Customer
Segments
Channels
Value Proposition
Who does your Agile PMO
partner with to deliver
yourValue Proposition?
What partnerships will you
need to leverage to help
your organizations
transition to Agile?
How will your Agile PMO
interact with Management?
How will your Agile PMO
interact with the PMs?
How will your Agile PMO
interact with other parts of
the organization?
(Don’t forget to note the
reporting structure)
How will your newly
formed Agile PMO provide
value in your organization?
What will your PMO do in
order to provide value and
support your Agile
organization?
What key Resources does
your Agile PMO require to
deliver on yourValue
Proposition?
Types of Resources:
• Physical
• Intellectual (brand,
patents, copyrights, data)
• Human
• Financial
What are the very next
steps that need to be
taken to build momentum
in your transition to Agile?
What are the goals or
desired outcomes for your
PMO’s transition to Agile?
How will you know when
they have been achieved?
Who are the different
customers of your Agile
PMO?
Business Model Canvas modified for use with Agile PMO’s by Dave Prior
1
5
26
9
48
37
What is your
PMO’s business
reason for
adopting Agile?
Who is your
PMO trying to
help by
adopting Agile?
How you
reach them
Interaction
methods
What do you want to see happen?
How will you know when it’s solved?
What your PMO
will do and how
What you
need
Who can
help you?
Plan of
attack
These could be filled
out in any order, and
you will probably
want to take multiple
passes to complete
this canvas. This is
just a suggestion.
How is your Agile PMO
going to reach your various
Customer Segments?
(Think about how you will
communicate with your
segments, with what
frequency and how this will
impact your ability to
deliver your value
proposition)
44. THE ART OF WAR
IF YOU ARE NEW TO THE ART OF WAR, HERE ARE A FEW TRANSLATIONS I
RECOMMEND TO GET STARTED:
THE ART OF WAR - THOMAS CLEARY (SHAMBALA POCKET EDITION)
THE ART OF STRATEGY - R.L. WING
THE ART OF WAR AND IT’S AMAZING SECRETS - GARY GAGLIARDI